LEAN

TOOLS

What is lean? Elimination of waste

-Toyota production system(tps)

Philosophy

- Produce only what is needed, when it is needed with no waste

Methodology

- Determination of value added in process

Tools

- 5s, kaizen, standardization of work etc

Lean Tools 5 S

8 W(Wastes)

Kanban

SingleMinute Exchange of Die(SMED)

Takt Time

Throughput Time

Poka Yoke

Kaizen Blitz/events

TPM

Value stream mapping

Jidoka & Andon

Five S

Seiri(Sort)

Separate necessary from unnecessary including tools, parts, paper work and remove un-neccesary items

Seiton(Straighten)

- Arrange the necessary items neatly and provide visual ques to where items should be placed

Seiso(Sweep)

Clean the work area

Seiketsu(Standardise)

Standardise the first 3 S so that cleanliness is mintained

Shitsuke(Sustain)

Ensure that the first 4 S continued to be performed on regular basis

8 W-wastes(muda) types

Transportation

Inventory

Motion

Waiting

Over production

Over processing

Defects

Standard lacking

Common causes of waste

Long set up time

Lack of training

Layout(distance)

Poor maintenance

Poor works methods

Incapable processes

Inconsistent performance

measures

Ineffective production

planning

Lack of workplace

organization

Poor supply

quality/reliability

Jidoka & Andon Jidoka is the ability of machines to be self dependent and error

proof without any human interaction

- Prevents defects from passing from one stepin the system to

next

- Enables swift defection and correction of errors

Andon is a visual or audible signaling device used to indicate

there is a problem in the line.

Poka-Yoke(Mistake Proofing)

An approach for mistake proofing processes using automatic

devices or methods to avoid simple human or machine

errors, such as forgetfulness, misunderstanding, errors in

identification, lack of experience, delays, malfunctions etc

Single minute exchange of die(SMED)

Used to reduce changeover or set up time, which is the time

needed between the completion of one procedure and the

start of the next procedure

Steps:

- Separate internal activities from external activities

- Convert internal set-up activities to external activities

- Streamline all set-up activities

Standardized work

Written documentation of the way in which each step in a

process should be performed

Not a rigid system of compliance, but a means of

communicating and codifying current best practices

Takt Time The speed with which customers must be served to satisfy

demand for service is Takt Time

Calculation:

It is how many minutes or seconds are needed to make one part

when considering the daily volumes, to be produced in that work

cell and the total time available to perform the job.

It is not the time it takes to manufacture the product. It is based

on customer demand.

Through put time

Time for an item to complete the entire process, which

includes:

Queue time

Waiting time

Transport time

Actual processing time

Value stream mapping

Process map of the value stream

Includes information & transformational processing

Value added steps: would the customer be willing to pay for

this activity

Non value added steps:

- Necessary (required for business operation)

- Unneccessary

Total Preventive Manitenance(TPM)

Idle workers use their time more effectively and maintain

workstations to help in the prevention of various problems

that would halt production

Advantages of flexible workers

- Quality inspections

- Operation of several machines

Cellular Manufacturing

Work cells are central to the idea of one piece flow

Ideally these work cells focus on a low range of similar

products

Product continually moves around the cell to each operation

until complete at the end of the u- this optimizes flow from

one station to the next

HEIJUNKA

Heijunka- make flat and level; eliminate variation in volume

and variety of production

- Level customer demand

PERFECTION IS ACHIEVED, NOT WHEN THERE IS NOTHING MORE TO ADD, BUTWHEN THERE IS NOTHING LEFT TO TAKE AWAY

- ANTOINE DE SAINT EXUPERY